CEC Governance Policies - Catholic Education Council

ARCHDIOCESE OF BRISBANE

GOVERNANCE POLICIES

of the

CATHOLIC EDUCATION COUNCIL

April 2020

THE ARCHBISHOP OF BRISBANE

CATHOLIC EDUCATION COUNCIL MANDATE

Catholic Education is at the heart of the Church's mission in the Archdiocese of Brisbane. Our

schools are called to deliver outstanding, catholic education and play an essential role in passing on the

great heritage of faith to the next generation which in tum will shape, transform and prepare the leaders of

tomorrow.

The role of the Catholic Education Council is to assist the e Brisbane Catholic Education

Agency to advance the Visio n of the Archdiocese with respect to catholic education.

The Council is to discern, provide strategic advice and recommend broad educational policies and

priorities to the Executive Director of Brisbane Catholic Education and myself, as well as

monitoring g policy implementation. ln undertaking this, the Council will strive to be pastoral in

outlook, developmental in approach, and seek to initiate, encourage, support, promote and coordinate

Archdiocesan educational activities.

In particular, the Catholic Education Council assists Brisbane Catholic Education with its

responsibilities as follows:

• To plan and recommend to the Archbishop broad educational policies and priorities for the schools

managed by the Archdiocese, and for religious institute schools and other public juridical person

schools in the Archdiocese, either at their request, with their agreement or by direction of the

Archbishop;

• To communicate these educational policies and priorities;

• To monitor, evaluate and report to the Archbishop on the implementation of these policies; and

• Subject to the constitutional responsibilities of the Queensland Catholic Education Commission and

other Archdiocesan commissions and agencies, to dialogue with community, Archdiocesan, state and

national bodies, and to put forward a Catholic vision for educational issues in the public forum.

To guide the Council in this important role and in specific governance responsibilities I have

approved the attached Governance Policies for the Catholic Education Council. These Policies are

consistent with those I have approved for the other Agency Councils of the Archdiocese of Brisbane.

In January 2017 I released a planning framework for Archdiocesan Agencies titled " To 2020 and

Beyond’. This framework identifies five priorities for Agencies within the context of the vision " On a

Journey Led by the Spirit". It is hoped that these Policies will assist those in Curial administration as they

work together to embrace the vision for the Archdiocese which will ensure a more vibrant, evangelising and

synodal Church.

+ + Mark Coleridge

Archbishop of Brisbane

Very Rev Dr Adrian G·Farrelly

Chancellor

2 June 2017

The Most Reverend Mark Coleridge GPO Box 282, Brisbane Qld 4001 Australia

Telephone +61 7 3324 3324 [email protected]

mailto:[email protected]


GOVERNANCE POLICIES

Name: Governance - CEC AG05 Policy Owner: Financial Administrator

Version 1 March 2020 (V1.1)

CONTENTS

PREAMBLE................................................................................................................................ 5

1.0 VISION POLICY ............................................................................................................. 6

2.0 COUNCIL PROCESSES ............................................................................................... 7

The Council’s Terms of Reference ..................................................................................... 7

The Council’s Role ............................................................................................................. 7

The Chair’s Role ................................................................................................................. 8

Council Members’ Role ...................................................................................................... 9

Council Committees ........................................................................................................... 9

Council – Executive Director Relationship ....................................................................... 10

Council Member Recruitment and Appointment .............................................................. 10

Council Governance Policy Review ................................................................................. 11

3.0 STRATEGIC PLAN POLICY ........................................................................................ 12

4.0 HUMAN RESOURCES POLICY.................................................................................. 13

The Vicar General’s Human Resource Management Responsibilities ........................... 13

Executive Director Appointment ....................................................................................... 13

Staff Development and Support ....................................................................................... 13

Safety and Respect .......................................................................................................... 13

5.0 FINANCIAL MANAGEMENT POLICY ......................................................................... 14

Financial Stewardship ...................................................................................................... 14

Financial Planning and Budgeting.................................................................................... 14

Financial Management ..................................................................................................... 15

Financial Delegations ....................................................................................................... 15

Unbudgeted Recurrent Expenditure ................................................................................. 16

Capital Expenditure .......................................................................................................... 16

Alienation .......................................................................................................................... 16

Leases .............................................................................................................................. 16

Capital Reserves .............................................................................................................. 17

Asset Maintenance ........................................................................................................... 17

Cash Funds ...................................................................................................................... 17

Financial Reporting ........................................................................................................... 17


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Borrowings ........................................................................................................................ 17

The Audit........................................................................................................................... 17

Gifts and Bequests ........................................................................................................... 18

6.0 COMPLIANCE POLICY ............................................................................................... 19

7.0 RISK MANAGEMENT POLICY ................................................................................... 20

8.0 COMPLAINTS POLICY ............................................................................................... 22

9.0 CODE OF CONDUCT POLICY ................................................................................... 23

Meeting Confidentiality ..................................................................................................... 23

Parent/Carer Confidentiality ............................................................................................. 23

Conflict of Interest ............................................................................................................. 23

Standards of Fitness and Propriety .................................................................................. 25

APPENDIX 1 ........................................................................................................................ 26




GOVERNANCE POLICIES

PREAMBLE

Agency Councils are not mandated by canon law but have been established by the

Archbishop to provide advice on certain matters as detailed in their specific

mandates and governance policies. This advice provided to management, the Vicar

General and Archbishop assists them fulfil their responsibilities.

These Council Governance Policies are to be read in conjunction with the

Archdiocese of Brisbane Governance Structure (AG01) document. Of particular

relevance to these Council Governance Policies is the role of the Vicar General, the

Financial Administrator and the Archdiocesan Finance Council.

It is noted that the Vicar General as the Archbishop’s delegate, presides at all

Agency Councils. The practice in the Archdiocese is that the Archbishop or his

delegate preside at such meetings. Each Council (including the Archdiocesan

Finance Council) also has a Chair appointed by the Archbishop, who chairs the

meeting in the presence of the Archbishop or his delegate.

Being present without the responsibility of being Chair, allows the Archbishop or his

delegate, to hear the opinions and discussions around the table and to participate

when he chooses. However, the Archbishop or his delegate may at their discretion

assume the Chair for any meeting or part of a meeting.

Also, it is noted that the Financial Administrator is an ex officio member of the

Archdiocesan Ministries and Services Council, Centacare Council, Catholic

Education Council and the Archdiocesan Development Fund Board.




GOVERNANCE POLICIES

1.0 VISION POLICY

Whenever we make the effort to return to the source and to recover the original

freshness of the Gospel, new avenues arise, new paths of creativity open up, with

different forms of expression, more eloquent signs and words with new meaning for

today’s world.

Evangelii Gaudium

Pope Francis

21 November 2013, n.1.1

1.1 The Catholic Education Council (“the Council”) sustains the Vision of

Brisbane Catholic Education (“the Agency”) and supports its integration

in all policies of the Agency and makes recommendations to the

Executive Director about other areas of possible integration.

1.2 The Council regularly reviews the Vision Statement for Brisbane

Catholic Education as part of its strategic planning process.

1.3 In advising the Archbishop the Council considers, with the Executive

Director, new educational policies and priorities of the Archdiocese that

are consistent with the vision for Catholic Education in the Archdiocese

of Brisbane.




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2.0 COUNCIL PROCESSES

When leaders in various fields ask me for advice, my response is always the same:

dialogue, dialogue, dialogue. The only way for individuals, families and societies to

grow, the only way for the life of peoples to progress, is via the culture of encounter,

a culture in which all have something good to give and all can receive something

good in return. Others always have something to give me, if we know how to

approach them in a spirit of openness and without prejudice. This open spirit without

prejudice, I would describe as “social humility”, which favours dialogue. Only in this

way can understanding grow between cultures and religions, mutual esteem without

needless preconceptions, in a climate that is respectful of all the rights of everyone.

Today either we take the risk of dialogue, we risk the culture of encounter, or we fall;

this is the path of fruit.

Address to Bishops of Brazil

Pope Francis

27 July 2013

The Council’s Terms of Reference

The “Terms of Reference of the Catholic Education Council” can be found in

Appendix 1 of these Council Governance Policies. These outline membership

requirements and appointment, role of the executive officer, form of decision

making, quorum numbers, meetings, record of proceedings and other

attendees.

The Council’s Role

The Council:

2.1 Is accountable to the Archbishop whose agent to Council is the

Vicar General.

2.2 Exercises the responsibilities mandated to it by the Archbishop.

2.3 Is responsible for determining its development, organisation

and performance in accordance with the Archbishop’s

directions.




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2.4

Determines its development, organisation and performance in

accordance with any directions of the Archbishop.

2.5 Exercises due diligence and ensures that within its Council

processes, risk is identified and managed.

The Chair’s Role

The Chair:

2.6 Supports the maintenance of a positive working relationship

between the Council, the Executive Director and the Vicar

General.

2.7 Chairs meetings of the Council after developing the agenda with

the Executive Officer.

2.8 Is at liberty to attend ex officio as a member of all Council

committees.

2.9 Discusses major issues confronting the Agency with the

Executive Director and the Vicar General.

2.10 Guides and mediates Council actions with respect to major

organisational priorities and governance concerns.

2.11 Assists the Vicar General with the annual and summative

performance appraisal processes of the Executive Director.

2.12 Works with the Vicar General to ensure that the Council

develops an appropriate process for the Council’s overall

evaluation.

2.13 Performs other responsibilities assigned by the Archbishop, the

Vicar General or Council.

2.14 Facilitates members’ opportunities to contribute to the work of

the Council.




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Council Members’ Role

Council Members:

2.15 Endeavour to attend all Council and committee meetings of

which they are members.

2.16 Make reasonable efforts to keep informed about the Agency’s

Vision, policies, services and all relevant responsibilities under

civil and canon law by participating in opportunities provided to

members for education, in-service and formation.

2.17 Peruse and consider the agenda and supporting materials prior

to Council and committee meetings.

2.18 Systematically consider information that evaluates the Agency’s

policies and services.

2.19 Serve on committees and offer to take on special tasks.

2.20 Never speak on the Council’s behalf unless they have been

authorised by the Chair to do so.

2.21 Make reasonable efforts to keep up to date on developments in

educational policy.

2.22 Adhere to the Council’s Code of Conduct Policy (see Section

9.0).

2.23 Adhere to the Archdiocese’s Committee Members’ Work with

Children Check Blue Card Policy (AD/04/13).

Council Committees

Council Committees:

2.24 Are established by the Archbishop upon the recommendation of

the Council when it becomes apparent that the business of the

Council requires a more focused approach than can be had with




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the full Council.

2.25 Develop recommendations for the Council for its consideration

and action.

2.26 Operate at Council level, not at operational level.

2.27 Do not make recommendations on behalf of the Council unless

the Council has charged the committee with the authority to do

so, in a specific circumstance.

2.28 Require a membership appointed by the Archbishop that has a

mix of skills and experience appropriate to the task for the

particular committee.

2.29 Require a “Terms of Reference” that outlines the committee’s

purpose, responsibilities, membership and meeting frequency.

2.30 Include in their membership the Council Chair as an ex officio

member and at least one other Council member.

Council – Executive Director Relationship

2.31 In the first instance, Council members’ relationship with the staff

of the Agency is through the Executive Director, and only in the

alternative, if appropriate, via the Chair in consultation with the

Vicar General.

Council Member Recruitment and Appointment

2.32 The Vicar General facilitates the development and

implementation of processes for the selection of Council

members and makes recommendations to the Archbishop in

relation to appointments.




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2.33

All Council members are encouraged to identify prospective

Council members through a variety of processes.

2.34 If invited by the Vicar General, the Council decides which

prospective Council members, in the light of Council

composition and skill, should be recommended to the Vicar

General for the approval of the Archbishop.

2.35 It is the responsibility of the Chair, in collaboration with the

Executive Director, to develop for new Council members an

orientation program that has been approved by the Vicar

General.

Council Governance Policy Review

2.36 It is the Council’s responsibility to review these Governance

Policies when requested to by the Vicar General and

recommend changes to the Vicar General for presentation to

the Archbishop.

2.37 At other times, when the need arises, the Council may

recommend changes to these Governance Policies to the

Vicar General for his consideration.




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3.0 STRATEGIC PLAN POLICY

It is necessary therefore to undertake a review of the mission as an expression of the

charism to verify if the charismatic identity of established works continues to emerge

in the current operational activities. Apostolic works change according to the needs

of the times and assume different expressions depending on the social context and

cultural development.

João Cardinal Bráz de Aviz

Guidelines for the Administration of Assets in Institutes

of Consecrated Life and in Societies of Apostolic Life 2

August 2014, n.1.1

3.1 The Executive Director is responsible for developing the

Strategic Plan for submission to the Council for its review and

once endorsed, recommendation to the Archbishop for

approval.

3.2 The Executive Director regularly reports to the Council on the

progress of the implementation of the Strategic Plan, and

explains major variances and actions taken to ensure the

planned outcomes are achieved.

3.3 The Council with the Executive Director reviews the Strategic

Plan regularly and recommends major changes for the

Archbishop’s approval.




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4.0 HUMAN RESOURCES POLICY

Work, in fact, directly concerns the human person, the person’s life, freedom and

happiness. The primary value of work is the good of the human person since it

fulfils the person as such, with the person’s inner talents and intellectual, creative

and physical abilities.

Address to the managers and workers of the Terni

Steel Mill and the faithful of the diocese of Terni-

Narnia-Amelia, Italy

Pope Francis

20 March 2014

The Vicar General’s Human Resource Management Responsibilities

The Vicar General holds key responsibilities with regard to the human

resource management of the Agency Executive Director [see Section 5.5 of

Archdiocese of Brisbane Governance Structure (AG01)].

Executive Director Appointment

4.1 The Council, through the Chair, assists the Vicar General in the

selection and appointment process of the Executive Director.

Staff Development and Support

4.2 The Council supports the Archdiocesan policy that all Agency

employees receive appropriate orientation, annual performance

review, just remuneration and conditions, as well as a safe and

ethical working environment and professional development and

staff support systems.

Safety and Respect

4.3 The Council supports Archdiocesan policies in regard to the

Agency having policy objectives of providing a safe and

nurturing environment, where the privacy and dignity is

respected for all persons who come to work, volunteer, access

services or have any contact with the Agency, but especially the

young, weak and vulnerable.




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5.0 FINANCIAL MANAGEMENT POLICY

With all possible help from experienced lay people [sic], priests should manage

those goods which are, strictly speaking, ecclesiastical as the norms of Church

law and the nature of the goods require. They should always direct them toward

the goals in pursuit of which it is lawful for the Church to possess temporal goods.

Such are: the arrangement of divine worship, the procuring of an honest living for

the clergy, and the exercise of works of the sacred apostolate or of charity,

especially toward the needy.

Presbyterorum Ordinis

Paul VI

7 December 1965

Financial Stewardship

5.1 The Council ensures that the Agency has:

(i) financial policies that reflect and are facilitative of the

Agency’s vision;

(ii) policies and practices to ensure compliance with external

legislative and regulatory requirements; and

(iii) financial policies that are consistent with relevant

Archdiocesan financial policies and structures, including

the Office of the Financial Administrator and the

Archdiocesan Finance Council.

5.2 The Council supports the wise management by the Agency of

all the resources of the Agency for the benefit of current and

future generations, including a care for the environment and a

commitment to sustainability.

Financial Planning and Budgeting

5.3 The Council promotes the goal that the Agency’s financial and

budgeting policies adhere, so far as is consistent with external

legislative and statutory requirements, to the Agency Budgeting

Policy (AD10).




GOVERNANCE POLICIES

5.4

The Council reviews the Agency’s Master Budget and assesses

its alignment with the Strategic Plan.

5.5 The Executive Director, submits the Agency’s annual Master

Budget and Capital Budget to the Council by September each

year.

5.6 After endorsement, the Council sends these budgets to the

Financial Administrator for presentation to the Archdiocesan

Finance Council for their consideration and recommendation for

approval by the Archbishop.

5.7 If the Archdiocesan Finance Council expresses reservations

with aspects of these budgets, the Financial Administrator refers

these concerns to the Council which will report its

recommendations to the Executive Director.

Financial Management

5.8 The Council ensures that the Agency has policies in place to

review the Agency’s financial management system for

gathering, recording and updating accurate and meaningful data

about the Agency’s actual financial performance.

5.9 The Council ensures that the Agency has policies and practices

consistent with both external legislative and regulatory

requirements for its financial management system and as far as

possible follows Archdiocesan approved and accepted

accounting standards.

Financial Delegations

5.10 The Counc i l fami l iar i ses i tse l f w i t h the E x e c u t i v e

D i rec to rs

Financial Delegations Policy (AD08) and perform its designated




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role in relation to specified transactions that require

endorsement by the Council.

5.11 The Council makes recommendations to the Vicar General

regarding the appropriateness of these delegations for the

Executive Director of Brisbane Catholic Education.

Unbudgeted Recurrent Expenditure

5.12 Proposed unbudgeted recurrent expenditure over the limits

specified in the Executive Directors Financial Delegations Policy

(AD08) are presented to the Council for endorsement and

recommendation for approval by the Archbishop.

Capital Expenditure

5.13 The Council ensures that anticipated capital expenditure is

included in the Agency’s annual capital budget presented to the

Council for its endorsement.

5.14 Proposed capital expenditure over the limits specified in the

Executive Directors Financial Delegations Policy (AD08) are

presented to the Council for endorsement and recommendation

for approval by the Archbishop.

Alienation

5.15 All proposed alienations of Agency property are presented to

the Council for endorsement and recommendation for approval

by the Archbishop.

Leases

5.16 All proposed leases of Agency property in excess of nine years

are presented to the Council for endorsement and

recommendation for approval by the Archbishop.




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Capital Reserves

5.17 The Council is responsible for approving a reserve policy for the

Agency and each year as part of the budget process the

Executive Director recommends the amount of funds to be kept

in reserves in accordance with this policy.

Asset Maintenance

5.18 The Council reviews the annual budget to ensure it takes into

account the need for maintenance of capital items.

Cash Funds

5.19 The Council reviews any requests by the Executive Director for

the Agency to invest funds outside of the Archdiocesan

Development Fund and after endorsement sends the request to

the Vicar General for approval.

Financial Reporting

5.20 The Executive Director presents reports to the Council on the

financial performance of the Agency at their regular meetings.

5.21 The Council endorses the regular financial reports of the

Agency for presentation to the Archdiocesan Finance Council

through the Financial Administrator.

Borrowings

5.22 The Council reviews and endorses all major borrowing

proposals for the Agency to seek approval through the normal

Archdiocesan processes.

The Audit

5.23 The Council informs itself about the audit process and its




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implications for the financial policies, structures and processes

of the Agency.

5.24 The Council is responsible for recommending to the Vicar

General extensions to the scope of the Agency’s audit specific

to that Agency.

5.25 The Council considers the draft audit report, draft financial

statements and draft Management Representation Letter,

before recommending that the Vicar General and the Executive

Director sign the audited financial statements.

5.26 The Council reviews the signed financial statements and audit

report and sends the report to the Financial Administrator for

presentation to the Archdiocesan Finance Council for their

consideration and recommendation to the Archbishop for his

acceptance.

5.27 The Council ensures that any audit recommendations are

responded to with appropriate action by reviewing regular action

reports from management.

Gifts and Bequests

5.28 The Council reviews Agency financial reports to ensure that any

gifts or bequests to the Agency have been administered

correctly, including that they are separately identified from the

operating income, appropriate sources include individuals or

groups acceptable to the moral and ethical requirements of the

Archdiocese, restricted purpose donations are spent for their

dedicated purpose and any bequests to the Agency with

attached conditions are approved by the Archbishop before

being accepted.




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6.0 COMPLIANCE POLICY

Evangelical witness requires that the works are managed in full transparency, in compliance with canon and civil law, and made to address poverty in all its manifestations. Transparency is critical to the efficiency and effectiveness of the mission. Supervision and appropriate goals are not intended to be a means of limiting the autonomy of an entity, nor are they signs of a lack of confidence. Rather they express the service of communion and transparency, as well as providing protection for those with the delicate tasks of administration.

Guidelines for the Administration of the Assets in Institutes of Consecrated Life and in Societies of Apostolic Life. João Cardinal Bráz de Aviz 2 August 2014, n.1.1

6.1 The Council reviews the Agency’s Annual Compliance Report

for endorsement and sending to the Financial Administrator for

presentation to the Archdiocesan Finance Council for their

consideration and recommendation to the Archbishop for his

acceptance.




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7.0 RISK MANAGEMENT POLICY

As the faithful and prudent administrator has a vocation to care attentively for those

goods that have been entrusted to him (Lk 12:42), so the Church is conscious of her

call to safeguard and carefully administer her goods in light of her mission of

evangelization, with special care for the needy.

Moto Proprio “The Faithful and Prudent

Administrator”

Pope Francis

24 February 2014

The Council:

7.1 Commits to the Agency having its own appropriate risk

management activities to support planning, management and

decision-making processes.

7.2 Promotes as a value that the Agency is committed to be a risk

capable organisation where sound risk management is seen as

integral to performance and is embedded in business processes

at both strategic and operational levels.

7.3 Reviews through the budget process that there are sufficient

resources available for Agency risk management, monitoring

and reporting.

7.4 Reviews and if appropriate, endorses the Agency’s annual high-

level Risk Register which is then forwarded in the approved

format to the Financial Administrator for review by the

Archdiocesan Finance Council through the Audit and Risk

Management Committee.

7.5 Reviews quarterly and annual Work Health and Safety reports

for the Agency presented by the Executive Director to provide

advice to the Executive Director, Vicar General and Archbishop

in relation to their work health and safety obligations.




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7.6

Reviews and if appropriate, endorses Agency proposals for new

projects, ventures or endeavours that are outside the Agency’s

normal business activity, including a risk assessment, and

sends to the Financial Administrator for review by the

Archdiocesan Finance Council through the Audit and Risk

Committee for recommendation to the Archbishop for approval.




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8.0 COMPLAINTS POLICY

When conflict arises, some people simply look at it and go their way as if nothing

happened; they wash their hands of it and get on with their lives. Others embrace it

in such a way that they become its prisoners; they lose their bearings, project onto

institutions their own confusion and dissatisfaction and thus make unity impossible.

But there is a third way; and it is the best way to deal with conflict. It is the

willingness to face conflict head on, to resolve it and to make it a link in the chain

of a new process.

Evangelii Gaudium

Pope Francis

21 November 2013, n.227.

The Council:

8.1 Reviews the Agency complaints policy and advises on the

adequacy of mechanisms in that policy to:

(i) deal with complaints about any aspect of the Agency in

a way that is open, transparent and timely;

(ii) provide monitoring data for the Agency’s management;

(iii) achieve the goal of making staff and parents/carers

aware of the policy; and

(iv) achieve the goal of making staff aware of the

Archdiocesan Whistle-blower Policy (AD09).




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9.0 CODE OF CONDUCT POLICY

To be faithful to their calling, politicians, government officials and police must

be honest and avoid corruption in all its forms, for it is always a serious

injustice to citizens. By working together with politicians, business executives

and community leaders, Church leaders can offer valuable assistance in

establishing ethical guidelines on issues affecting the common good and

ensuring that they are put into practice.

Ecclesia in Oceania

John Paul II

22 November 2001

Meeting Confidentiality

9.1 Council members ensure that all matters, information and

discussions coming before them as Council members are kept

confidential to the Archdiocese.

Parent/Carer Confidentiality

9.2 The Council ensures that all information that is confidential or

privileged is managed in an appropriate way and according to

the relevant laws and regulations.

9.3 With respect to interactions with parents/carers or potential

parents/carers, the Council is to promote as a value and policy

that the Agency shall not allow conditions, procedures or

decisions that are unsafe, undignified, unnecessarily intrusive or

that fail to provide respect or appropriate confidentiality or

privacy.

Conflict of Interest

9.4 The purpose of this Policy is to assist Council members to

effectively identify, disclose and manage any actual, potential or

perceived conflicts of interest in order to protect the integrity of

the Agency and manage risk.




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9.5

A conflict of interest occurs when a Council member’s personal

interests conflicts with their responsibility to act in the best

interests of the Agency. Personal interests include direct

interests as well as those of family, friends, or other

organisations a member may be involved with or have an

interest in. A conflict of interest may be actual, potential or

perceived and may be financial or non-financial.

9.6 The Council will manage conflicts of interest by requiring

members to:

(i) avoid conflicts of interest where possible;

(ii) identify and disclose conflicts of interest;

(iii) carefully manage any conflicts of interest; and

(iv) follow this Policy and respond to breaches.

9.7 Upon being appointed a member of the Council, and at the

beginning of each year, every member will complete and sign

an Annual Attestation form to be held by the Executive Officer

and a copy of which provided to the Council Chair and

Committee Chairs.

9.8 At the commencement of each meeting of the Council and its

Committees, the Chair will request members to declare any

conflicts of interest that relate to matters included in the

meeting’s agenda and/or any new significant conflicts of interest

to be declared.

9.9 Once a conflict of interest has been appropriately disclosed, the

Council will decide whether or not the conflicted member

should:

(i) vote on the matter;

(ii) participate in any presentation or discussion on the

matter; or




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(iii) be present in the room during the presentation,

discussion and the voting.

9.10

In exceptional circumstances, it may be appropriate for the

conflicted member to resign from the Council but only after

consulting with the Chair and Vicar General.

Standards of Fitness and Propriety

9.11 Each member has a duty to adhere to appropriate standards of

fitness and propriety in their professional lives.

9.12 Members should advise the Chair as soon as they are aware of

a personal breach of appropriate standards.

9.13 Each member will attest through completion of the Annual

Attestation form that they continue to meet appropriate

standards.




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APPENDIX 1


TERMS OF REFERENCE

Preamble

This “Terms of Reference” should be read in conjunction with the Catholic

Education Council Governance Policies (AG05) and in particular Section 2

Council Processes.

1.0 Membership

1.1 The Catholic Education Council is an entity instituted and convened by

the Archbishop. The Vicar General is the Archbishop’s delegated

agent to the Catholic Education Council.

1.2 The Archbishop appoints the members of the Catholic Education

Council.

1.3 The Archbishop appoints a Chair of the Catholic Education Council

who is also a member of the Catholic Education Council.

1.4 Members of the Catholic Education Council appoint from their

membership a Deputy Chair.

1.5 All members are usually appointed for a term of 3 years, with a

maximum of two consecutive terms.

1.6 In addition to the Chair there are no more than ten (10) other

members of the Council.

1.7 The Archbishop has the absolute discretion to terminate the

appointment of the Chair or a member at any time.

1.8 Members of any Council Committees are appointed by the Archbishop

on recommendation of the Council.

1.9 The Financial Administrator is an ex officio member of the Catholic

Education Council.




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1.10

Council membership will reflect a broad spectrum of interest in areas

such as:

• Catholic schooling

• Liturgy

• Tertiary education

• Religious Education theory and practice within and beyond

Catholic Schools

• Mission and justice education

• Research

• Parent engagement

• Pastoral ministry

• Parish councils

• School boards

• Educational leadership and administration

• Commercial law

• Financial management, accounting and administration

• Risk management practices and policies

• Corporate Governance and best practice.

2.0 Executive Officer

2.1 The Executive Director is the Executive Officer of the Catholic

Education Council.

2.2 May appoint an employee of Brisbane Catholic Education to provide

executive support for the functions of the Council who, at the

discretion of the Chair, may attend meetings of the Council but who:

(i) has no rights to participate in or vote on the business of the

Council; and

(ii) is obliged to observe the confidentiality and discretion of the

meetings of the Council.

2.3 Is responsible for working with the Chair on meeting agendas,

processes, minutes and all other practical matters in connection with

the efficient functioning of the Council.




GOVERNANCE POLICIES

3.0

Decision Making

3.1 The Council operates on a shared wisdom model.

3.2 In a shared wisdom model, members of the Council:

(i) draw on their knowledge, interests, expertise and experience to

discern appropriate advice; and

(ii) do not act as representatives of any constituency or Agency.

3.3 Decisions that are likely to have significant financial implications or

canonical or civil legal impact should be subject to a formal voting

process and the results of the voting process are to be minuted.

4.0 Quorum

4.1 A quorum for meetings is at least half the number of currently

appointed members.

5.0 Meetings

5.1 There are normally 10 (ten) meetings, with a requirement for at least

four (4) meetings, per year.

5.2 Reasonable notice of a meeting must be given to all members.

5.3 Members normally convene physically but with the Chair’s approval

may join the meeting by telephone or video link.

6.0 Flying Minutes

6.1 Where a decision of the Council is required before the next scheduled

meeting, the Chair may authorise a flying minute.

6.2 A flying minute takes the usual form of a Council agenda item with a

recommended resolution and all appropriate supporting documents.

6.3 Reasonable notice and decision-making rules apply to flying minutes.

6.4 The outcome of the flying minute is included as minutes in the next

Council meeting agenda for confirmation.

7.0 Record of Proceedings

7.1 Minutes of proceedings shall be kept of all meetings of the Council and

its Committees.



7.2

Minutes shall be subject to confirmation at the next meeting.

8.0 People in Attendance

8.1 A wide range of other persons, involved in or interested in the ministry

of the Agency will, from time to time, be invited by the Chair to bring

their knowledge and experience to the Council’s meetings to assist in

the deliberations of the Council.

9.0 Terms of Reference Changes

9.1 The Council may recommend changes to these Terms of Reference to

the Vicar General at any time.

9.2 The Vicar General may change these Terms of Reference at any time

after consultation with the Council.

CEC Governance Policies - Catholic Education Council

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